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Abstract This article explores the transformative impact of digitalisation and climate-neutral mobility on the German automotive industry and examines how traditional Original Equipment Manufacturers (OEMs) are responding to increasing competition from technology companies. Using qualitative data, it highlights the challenges and resistance to adopting agile work structures and contrasts these with the practices of technology start-ups. The findings reveal that emotional factors such as fear and the need for control influence management behaviour and create barriers to structural change. The analysis highlights the complexity of reconciling late-modern work practices with traditional hierarchies and provides insights into the strategic intentions that shape organisational change.
Nina Hossain (Wed,) studied this question.
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